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Performance Management Systems in Mexico

Performance Management Systems in Mexico

Anabella Davila, Marta M. Elvira
Copyright: © 2012 |Pages: 11
ISBN13: 9781466603066|ISBN10: 1466603062|EISBN13: 9781466603073
DOI: 10.4018/978-1-4666-0306-6.ch013
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MLA

Davila, Anabella, and Marta M. Elvira. "Performance Management Systems in Mexico." Cultural Variations and Business Performance: Contemporary Globalism, edited by Bryan Christiansen, IGI Global, 2012, pp. 219-229. https://doi.org/10.4018/978-1-4666-0306-6.ch013

APA

Davila, A. & Elvira, M. M. (2012). Performance Management Systems in Mexico. In B. Christiansen (Ed.), Cultural Variations and Business Performance: Contemporary Globalism (pp. 219-229). IGI Global. https://doi.org/10.4018/978-1-4666-0306-6.ch013

Chicago

Davila, Anabella, and Marta M. Elvira. "Performance Management Systems in Mexico." In Cultural Variations and Business Performance: Contemporary Globalism, edited by Bryan Christiansen, 219-229. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0306-6.ch013

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Abstract

The purpose of this chapter is to understand the strategic role performance management systems play in organizations, and to identify the evolution process and the organizational factors involved in the implementation of those systems in Mexico. The authors identify the best-known appraisal tools in Mexico, the issues related to organizational performance, and those linked to the superior-subordinate relationship. They discuss those topics in terms of macro-organizational and micro-organizational levels and draw lessons for developing best practices for performance management systems in Mexico.

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